Following a strategic merger and acquisition:-Demonstrated a forward-thinking approach to operational excellence and innovation in the automotive sector.-Integrated newly acquired entities, scaling operational capabilities and strengthening market position.-Fostered long-term growth through strategic partnerships.As regional CEO with additional responsibility for Turkey:-Set and achieved ambitious goals: a 24% revenue and 47% net profit increase, and improved gross margins from 35% to 43%.-Focused on sustainable transformation, laying a foundation for ongoing success in a competitive industry.Visionary Leadership:-Led transformative growth through strategic mergers and acquisitions.-Integrated new business units seamlessly into the organization for operational scalability and sustainable growth.-Prioritized the Turkey market for revenue growth, market expansion, and operational efficiencies.Key Accomplishments:-Successfully integrated acquired businesses, adding significant operational capacity aligned with global objectives.-Expanded modification plant operations, ensuring compliance with global manufacturing standards and enabling scalable growth.-Achieved 8% market expansion in Turkey by leveraging partnerships with Ford Otosan and local OEMs.-Delivered a 15% revenue increase through innovative sales strategies and market development.-Improved gross margins from 35% to 43% by streamlining production, optimizing the supply chain, and reducing costs.-Enhanced plant management, optimizing production flow, reducing waste, and boosting quality and safety standards.-Integrated RMA into the global ADC engineering platform, aligning data management and engineering processes with global best practices.-Strengthened relationships with Ford Otosan and other OEMs, driving new product development and aligning with market trends.-Fostered innovation in sustainable automotive solutions, aligning production and engineering teams with industry demands

I was promoted and transferred to Capital Automotive Myanmar (a JV between RMA Group & CDSG Group) to lead the transformation program of the company and to grow the business as well as lead Turkey and Kazakhstan. The vision of success was to create a highly motivated team and utilize the company’s competitive position and advantages in the automotive&agriculture market.Reported to the Shareholders with a team of 4 CEO, 1 Group CFO, 6 Direct Reports and 400 staff with a turnover of 200M USD/annum.Developed the business strategy to achieve a higher return as well as dominate the local high end automotive market.  The initial phase of the strategy was to evaluate the value of the company and determine its financial objectives as well as low hanging fruits to gain its competitive position against the market. The second phase of the strategy was to prepare and implement comprehensive business plans for cost-effective operations as well as market development activities. Final phase of the strategy was to build a sustainable, transparent and digitalized business with defined KPIs linked with the performance management system in achieving the desired motivational level of the staff for improved efficiency in establishing the long term business goals whilst enhanced bottom line results for EBITDA maximization.

Promoted as a Group CEO in Kazakhstan and in Turkey to expand business and make business investments through utilizing traditional and new business models to leverage digitalization for the new economy. The strategy was achieved in 2 major stages. Reported to the Group Commercial VP with a team of 3 CEO, 1 Group CFO and 4 Direct Reports and 300 staff with q turnover of 120 M USD/annum.  The initial phase of the strategy was to implement long and short term plans with group’s strategy to ensure it is organized and staffed accordingly.• Restructured the budgeting and reporting processes to comply with the standards of the group as well as ensured the budgeting and expenditure are executed in parallel.• Developed the risk management concept and identified key business risks whilst helped the organization to develop mitigation strategies as well as built the early warning system for financial risks. • Ensured effective internal control tools and management information systems are in place to conduct activities both lawfully and ethically.• Evaluated the business in Kazakhstan and long term business opportunities to finally decide on business continuity by closing SDMO, JLR and Ford profit lines generating 25 M USD saving for the consolidated P&L.  The second phase of the strategy was to manage business closure and managed regulatory issues.• Terminated staff contracts and liquidated inventories in 3 months generating a cash flow of 15 M USD in brand closure of JLR and SDMO. • Improved AFS services to serve for the Ford warranty customers and supported the service business to maintain its activities of zero cost to Group HQ budget.• Led Shareholder relations and JV closure with local partners to finalize separation agreement.

Recruited to manage the growth in business and expand the customer base from UN&NGOs to other Group Countries&OEM Dealers. The vision of success was to create market specific automotive modification solutions and localise the outsourced assembly process by establishing highly skilled work force. • The strategy was achieved in 3 major stages. Reported to the Group CFO with a team of 6 Direct Reports and 50 staff with a turnover of 30M USD per annum. • Developed the initial strategy as building the financial structure and standards to comply with the RMA Group. • Built the leadership team from scratch to maintain existing contracts and acquired new market opportunities for business growth.• Led a portfolio of 100+ modification contracted projects.• The second phase of the strategy was to contribute to the profitability of RMA Turkey through consolidating outsourced production operations to in house operations as well as generating synergies in the development of highest contribution margin and highest net profit margin percentage in the RMA Group.• Positioned RMA Turkey as the center of excellence for Ambulance design and production in the delivery of 1.000 Ambulance in 4 years and achieved the lowest attrition rate in the RMA Group by %3 in 5 years through the developing the human capital management. • The final phase of the strategy was to consolidate a tax exemption of 1.5M USD in Free Trade Zone through utilizing regulations effectively that service bottom line results.

Recruited to manage the growth in business as well as improve the profitability and manage the shareholder value. The vision of success was to evaluate the BU performances, implement cost reduction programs and to invest in emerging industries. • Reported to the Board of Directors with a team of 7 Direct Reports and 600 staff generating a turnover of 80M USD per annum.• Responsible for the overall management and strategy to remain profitable in very high competitive industries.• Developed the financial structure comply with regulatory bodies as well as IFRS standards through automated ERP systems to manage financial reporting as well as cash flow management for daily operations and to board of directors.• Initiated cost reduction programs to support cost structure, profitability and targeted P&L.• Took active leadership in the development of insulation industry as well as metal panel industry through active responsibility in the development of channel business network that resulted in market domination with %80 EPS sandwich panel market share.• By using effective costing and pricing strategies developed cost advantages in the BOM for the foam cup product lines that leveraged the market position as number one with %90 market share.